2010SUSTAINABILITY REPORT

The Sustainability Report is published annually by

atlantic lng company of trinidad and tobago

Headquarters: Princes Court, Keate and Pembroke Streets, Port of Spain, Trinidad and Tobago

[T] +868 624 2916

Plant: Atlantic Avenue, Point Fortin

[T] +868 648 2916

Community office: 38 Adventure Road, Point Fortin

[T] +868 648 4767

For more information, contact

Media Relations Officer, Sustainability and Corporate Communications

[T] +868 624 2916

Send comments or feedback to info@atlanticlng.com

The report is available on-line or by direct request on CD.

Website: www.atlanticlng.com

Design by Donna Grell-Barclay

Assurance provided by

The Environmental Management System of Atlantic LNG Company of Trinidad and Tobago has been

certified to the ISO 14001 international standard

03 Chairman’s Word

04 About this Report

05 The Oil and Gas Sector in Trinidad and Tobago

07 CEO’s Review

09 Company Profile

11 Key Performance Indicators

12 Moving a Generation Ahead

14 Operational Excellence

17 Capability Growth

21 Sustainability

38 Assurance Statement

39 Sustainability Indicators

Contents

2 / / 3

Trinidad and Tobago has a petroleum producing history of over 100 years. Our people are

skilled, enterprising and have created a culture of safety, teamwork and discipline.

Still one of the newest energy sector companies in Trinidad and Tobago, Atlantic continues

to build on that heritage, and earns tremendous respect in the international industry. Even as

other LNG facilities come on stream around the globe, we attract oil and gas colleagues who

come to our plant to see fi rst hand what has become known as the Trinidad Model.

Atlantic is not just an energy producer and a profi table global business, we are a catalyst for

the growth and development of our employees, the community of Point Fortin, and indeed all of

Trinidad and Tobago. We are raising the next generation by example and excellence. Atlantic is

about converting natural gas into human possibility.

Gordon Deane - Chairman

Moving a Generation Ahead

04 / / 05

REPORTING BOUNDARIES ANDSTANDARDSThis is the seventh report published by

Atlantic LNG Company of Trinidad and

Tobago on its performance against the

themes of corporate responsibility. In

2008, the concept of Sustainability was

introduced as a core value and strategic

aim of the company. Since then, this

report has been called the Sustainability

Report. It contains data for the year Janu-

ary 1, 2010 to December 31, 2010. The

report follows the guidelines of the Global

Reporting Initiative (GRI).

As in previous years, this report covers

the objectives and activities of the LNG

processing company operating the four

trains located in Point Fortin, in southwest

Trinidad, on behalf of the train owners.

Natural gas is delivered to the plant from

off shore fi elds east and north of Trinidad

by pipelines operated by an independent

company. This report does not cover the

performance of suppliers and custom-

ers nor that of natural gas exploration,

pipeline delivery, shipping nor distribution

to markets.

This is a report of the company’s per-

formance against its declared strategies

and the Key Performance Indicators

(KPIs) identifi ed for 2010. This report is

not a statement of the fi nancials of the

Company.

This report provides an overview of

progress against the KPIs captured in the

Corporate Performance Contract for 2010.

The indicators against GRI may be found

at the back of the book.

The report is intended for internal and ex-

ternal stakeholders: employees, contrac-

tors and suppliers, communities, partners,

government and its agencies, and the

international community.

STRATEGIC AIMSThere are three main areas of focus

captured by the company’s strategic aims.

These are:

Capability growth: which includes the

competence, initiative and responsibility

of the human resource driving all activity

and performance in the company; the

focus is employees but includes others -

suppliers and contractors – who have a

direct impact on the operations.

Operational excellence: which includes

material indicators such as production,

effi ciency and maintenance of equipment,

cost and value creation, and the way the

business is carried out including safety

and security.

Sustainability: includes relationships with

stakeholders, governance, environmen-

tal impact and management, and social

investments.

The report is available as an electronic

document on the Atlantic website at

www.atlanticlng.com or on CD by request.

A limited number of copies are printed.

ASSESSMENTS AND FEEDBACKEvery two years, the company performs a

guided self-assessment against Ethos In-

dicators. At the same time, the consultant

interviews stakeholder representatives

for issues and concerns that are relevant.

Ethos assessments were conducted in

2009 and in May 2011 by BSD Consulting

(Brazil and Colombia).

Focus group testing of the 2009 Sustain-

ability Report was conducted by Odys-

sey CONSULTinc among employees,

contractors, community groups, partners,

shareholders and representatives of

government. This feedback has been

incorporated into the design and content

of this report.

ASSURANCE STATEMENTThe content and supporting data of this

report have been scrutinized by an inde-

pendent assurance provider CSR Solutions

Ltd. The statement from the Assurer is

included on page 38.

About This Report

This is a report of the

company’s performance

against its declared

strategies, and the

Key Performance

Indicators (KPIs)

identifi ed for 2010.

MEETING THE GLOBAL CHALLENGE2010 marked the beginning of slow eco-

nomic recovery globally. Unemployment

remained high with public debt creating

a negative knock-on eff ect that impacted

fi scal recovery for many countries.

Major economies like the US and some

in Asia began to re-think and re-shape

their approach to energy extraction and

resources. At the same time, supplies

of LNG were increasing as new facilities

came on stream in the Middle East adding

to the inventory available for purchase

internationally.

OIL AND GAS SECTOR IN TRINIDAD AND TOBAGOThe Trinidad and Tobago economy fol-

lowed other world economies showing

slow or minimal recovery in 2010. The

Central Bank of Trinidad and Tobago re-

ported an estimated growth of 0.1 percent

in real GDP.

Despite this recovery, performance in the

energy sector closed out 2010 at an esti-

mated 35.7 percent of annual GDP, down

by 0.1 percent on a revised 2009 fi gure of

35.8 percent.

Half of Trinidad and Tobago’s natural

gas production goes to the production

of LNG. From the fi rst cargo on May 1,

1999 through to May 9, 2011, some 2171

cargoes of LNG have been shipped from

Point Fortin. Shipments have been deliv-

ered as far as Japan; however, the United

States is the main buyer.

The chart below shows the diff erence

in pricing between oil and gas. Crude

oil prices experienced some peaks and

troughs ending slightly higher than 2009.

LNG prices experienced a similar trend

with a steep rise at the beginning of 2010,

peaking again in mid-year and levelling off

at the close of the year but not recovering

to the extent of oil.

GLOBAL OIL AND GAS PRICING

In 2010 Atlantic supplied LNG for 267

cargoes for shipment to the markets

shown in the map below with North

America remaining the main destination

for Trinidad and Tobago’s LNG exports.

In 2010, forty-three percent (43%) of

the LNG imported by the US came from

Trinidad and Tobago. This is down from a

peak of nearly 75% in 2008. Thirty-four

percent (34%) of our LNG was shipped

to South America and Spain and fourteen

percent (14%) to countries in Europe,

including the UK, Portugal, Italy, and

Greece. Ten percent (10%) was exported

to the Far East, to such countries as Korea,

India, Taiwan, Singapore, China and Japan.

Another 8% went to Puerto Rico and the

Dominican Republic, in the Caribbean.

The Oil and Gas Sector in

Trinidad and Tobago

The 2010 Atlantic

Sustainability Report

details the Company’s

performance across

a wide range of core

operations and support

activities.

0

5

10

15

20

25

jan-08

mar-08

may-08

jul-08

sep-0

8nov-0

8jan-0

9mar-0

9may-0

9jul-0

9se

p-09

nov-09

jan-10mar-1

0may-1

0jul-1

0se

p-10

nov-10jan-11

mar-11

may-11

jul-11

US

$ p

er

MM

bty

Brent, HH , NBP Pricing (US$/MMbtu)Brent

NBPI

HH

1 2 34

5

6

9

10

7

8North America – 32%

South America – 17%

Spain – 17%

Europe – 14%

Far East – 10%

Caribbean – 8%

Other – 3%

1. Lake Charles

2. Gulf Gateway Energy Bridge

3. Elba Island

4. Cove Point

5. Everett

6. Aes Andres (Dom Rep) & Penuelas (Puerto Rico)

7. Brazil

8. Chile

9. Spain (Bilbao, Huelva, Cartagena, Barcelona)

10. Far East

06 / / 07

TRANSFORMATION AND TEAMWORKSmall Steps, Bigger Goals

In years to come, Atlantic will look back

on 2010 as a year of transformation.

We changed our identity – from Atlantic

LNG to Atlantic – and launched a bold

contemporary brand that stands out from

our energy sector colleagues. Deeper than

this, we changed some of our approaches

in the way we do business, and what we

stand for, raising the bar on safety, gover-

nance and corporate responsibility.

Down the road, much of what we

achieved in 2010, and continue to pursue

in 2011, will seem like baby steps. Let us

remember that every journey starts with a

single step.

OPERATIONAL EXCELLENCEBy the end of 2010, Atlantic delivered

over ten million man hours safely worked

and a safety record that improved on the

previous year’s. Individual employees

and teams also pushed the rate of safety

inputs – walkdowns, STOPs and interven-

tions – above the previous year’s. We are

however still lagging in identifying and

reporting incidents and occurrences that

have a “high potential” risk. We must not

allow ourselves to become complacent ei-

ther in personal safety, or in asset integrity

management. In 2010, we completed all

actions related to elements of the Asset

Integrity Management Standard.

Chasing a stretch production target of 815

Tbtu (800 Tbtu of energy could easily

power a country like Spain for a year)

Atlantic safely produced 810.3 Tbtu, the

largest ever in a single year. This is an ex-

cellent performance carefully managed by

the Operations teams, and demonstrates

a high level of cross-functional teamwork,

attention to detail and management of the

plan; including adapting and recovering

quickly when variances occurred.

In 2010, we also marked the delivery of

the 2,000th cargo of LNG from our port

at Point Fortin in south Trinidad.

Costs were managed within budget, with

a benchmark cost per LNG unit.

CAPABILITY GROWTHWe made huge strides in in-house train-

ing for the Operations staff . The pri-

mary tool was a system for Competency

Management Assurance and the use of a

Competency Development Tool. Without

doubt, these applications have enhanced

expertise and effi ciency in the core teams

at Atlantic.

Atlantic continues to grow as a learning

and teaching organisation. Early in 2010,

we became the fi rst centre approved by

the National Training Agency to off er

training and certifi cation recognised by

the Caribbean Vocational Qualifi cation

Agency. Our system of enrolling gradu-

ate trainees and apprentices has been

expanded for the last three years to

include students from the Point Fortin’s

Finest programme; they are introduced

to the “world of work” through summer

internships.

In one area, we fell below benchmark.

Our score in the Employee Benchmark

Survey placed Atlantic in the very average

range – 54% satisfaction among employ-

ees. We have already begun working on

leadership and communications issues. In

2010, the Leadership Team embarked on

a structured development programme to

enhance leadership skills. The plan was

to extend the leadership development

programme to all the Management Team

in 2011. These sessions in 2011 would also

be supported by communication work-

shops. It is our intention to continue these

programmes to enhance communications

between teams in the company.

CEO’s Review

Atlantic continues to

grow as a learning and

teaching organisation.

Early in 2010, we became

the fi rst centre approved

by the National Training

Agency to off er training

and certifi cation recog-

nised by the Caribbean

Vocational Qualifi cation

Agency.

08 / / 09

CORPORATE RESPONSIBILITYSocial investment programmes in Point

Fortin are stepping up, with praiseworthy

results. The Point Fortin’s Finest pro-

gramme celebrated its tenth anniversary

with the fi rst students now qualifi ed in

fi elds such as engineering and medicine

to return value to their hometown and

country. Sports for primary students have

expanded and include cricket, swimming,

tennis, gymnastics and volleyball. For the

second year, we supported an off -season

football competition played among teams

in the community. The Atlantic Seeds

of Hope – an initiative through the 4H

clubs – are expected to sprout in places

far beyond the southwest peninsula - in

Tobago and Mayaro - during 2011.

Two new programmes intended to foster

entrepreneurship and business develop-

ment were introduced to Point Fortin: a

practical approach for secondary stu-

dents; and business planning for agricul-

tural producers.

The national community continues to

take notice of Atlantic’s involvement in

primary schools cricket and football. We

have already begun discussions to add the

national primary school athletics competi-

tions in 2011. These energetic children

– the leaders of tomorrow – are our assur-

ance of sustainable development.

We take the approach that shared values -

especially in key relationships with suppli-

ers, contractors and partners - are critical

to the success of Atlantic. The develop-

ment of a Supplier Code – representing

shared business principles – is a work

in progress for Atlantic and its suppliers

and contractors. Together with the Safe

to Work (STOW) certifi cation promoted

by the Energy Chamber (formerly South

Trinidad Chamber of Industry and Com-

merce), these industry standards can only

improve the business climate of Trinidad

and Tobago.

Continuing from 2009, Atlantic remained

a member of the Carbon Reduction Strat-

egy Task Force (CRS-TF), coordinated by

the Ministry of Energy and Energy Aff airs.

This group comprises representatives

from government, industry and academia,

with a mandate to collect information and

make recommendations on reducing car-

bon dioxide (and other greenhouse gases)

emissions from industry.

In keeping with the national – indeed glob-

al – concern about climate change and

responsible management of greenhouse

gas emissions, it was timely for us to have

our carbon footprint quantifi ed by an in-

dependent external consultant. While we

are aware that – especially in a developing

nation like Trinidad and Tobago – there

can be no progress without cost, under-

standing the Atlantic carbon footprint is

an important fi rst step towards determin-

ing how to reduce, mitigate or off set it. An

Environmental Action Plan with activities

contributed from across the company –

engineering, purchasing, advocacy and

volunteerism – is being developed and will

be implemented in 2011.

I am very proud to say that ethical stan-

dards and good governance continue to

guide Atlantic’s progress. A joint Share-

holder Audit was successfully conducted

with no Priority 1 fi ndings. In preparation

for any issues that may result from the

adoption by Trinidad and Tobago of the

UK Anti-Bribery Act, we began to review

and update policies and procedures

across the Company.

In 2010, Atlantic received the Trinidad

and Tobago Transparency Institute (TTTI)

Award for Transparency for our 2009

Sustainability Report.

I think you must agree that these are

indeed deliberate and signifi cant steps on

our journey to benchmark and beyond.

Let me take this opportunity to thank

our employees, contractors, suppliers,

partners, and all our other stakeholders

for allowing Atlantic to work with you

towards a better and more sustainable

Trinidad and Tobago.

Oscar Prieto,

Chief Executive Offi cer

WHAT IS ATLANTICAtlantic is one of the world’s largest

producers of Liquefi ed Natural Gas (LNG)

and the sole supplier located in the Carib-

bean. The four-train natural gas liquefac-

tion facility is located at Point Fortin in

south Trinidad.

The Company is ultimately owned by

four international energy majors – BP,

BG, Repsol and GDF Suez – and one local

company, NGC representing the govern-

ment of Trinidad and Tobago.

Natural gas is received at the plant from

off shore fi elds north and east of Trini-

dad owned and operated by affi liates of

owner companies. The natural gas is

processed and liquefi ed in one of the four

trains which have a total capacity of some

100,000 cubic metres of LNG per day.

LNG continues to be the most economi-

cal way to move natural gas from key

production areas to importing countries.

In 2010, Trinidad and Tobago remained

the seventh largest LNG exporter in the

world. Approximately half of Trinidad

and Tobago’s natural gas production is

liquefi ed for export. (See the Atlantic

LNG process on the inside back cover of

this report.)

NATURAL GAS: CLEAN FUELOf all the fossil fuels, natural gas has the

lowest level of carbon dioxide emission

per unit of energy. For an equivalent

amount of heat, burning natural gas

produces about 30% less carbon dioxide

than burning petroleum and about 45%

less than burning coal.

Even factoring in the energy required for

liquefaction, transport and re-heating,

natural gas still performs as well or better

than alternatives such as coal and fuel oil

in terms of carbon effi ciency.

Natural gas is also being used as an

alternative automobile fuel, particularly in

urban areas where local air quality is an

issue. It is an important fuel for electric-

ity generation, as feedstock for ammonia

in fertilizers, and the primary source for

hydrogen that is being used in fuel cell

vehicle technologies.

All industry and economic predications

indicate that fossil fuels will remain the

world’s primary source for energy. Oil

will be the fuel of choice, followed closely

by coal and natural gas. While growth is

projected for renewable energy sources,

renewables will still not replace fossil

fuels. In recent years, the world has been

moving to fuel technologies that are

more environmentally friendly, and in this

scenario renewables will begin to play a

larger role in the global energy mix.

Company Profi le

FOSSIL FUEL EMISSION LEVELSPounds per Billion Btu of Energy Input

Pollutant Natural Gas Oil Coal

Carbon Dioxide 117,000 164,000 208,000

Carbon Monoxide 40 33 208

Nitrogen Oxides 92 448 457

Sulfur Dioxide 1 1,122 2,591

Particulates 7 84 2,744

Mercury 0.000 0.007 0.016

Source: EIA - Natural Gas Issues and Trends 1998

5000

4000

3000

2000

1000

1980 1990 2000 2010 2020 2030 2035

0

Mto

e

World primary energy demand by fuel

Oil

Gas

Coal

Biomass

Nuclear

Other renewables

Hydro

Source: Are we Entering A Golden Age of Gas Special Report

World Energy Outlook 2011 IEA

Source: Exxon Mobil Outlook for Energy a view to 2030

300

200

100

02005 2030 2005 2030 2005 2030 2005 2030

Quadrillion BTUs

energy demand in each sector will increase...

Transportation

Industrial

Residential/Commercial

PowerGeneration

We inspire and enable

our people, in delivering

global pace-setting

performance, creating

opportunities now and

for future generations.”

- The Atlantic Aspiration

“LNG continues to be the

most economical way to

move natural gas from

key production areas to

importing countries.

10 / / 11

REPORTING ON PERFORMANCEAtlantic reports on performance against

three strategic objectives: Operational

Excellence; Capability Growth and

Sustainability. These objectives are met

through activities and targets according

to fi ve pillars that represent the functional

areas of the Company: Production, People,

Cost and Value Creation, Safety and Cor-

porate Responsibility.

Operational Excellence refers to the

business activities of our company,

and commits us to operate in a cost

eff ective and effi cient manner with no

harm to employees, communities and

the environment.

Capability Growth refers to Atlantic’s aim

to be constantly developing employees

so that we are considered an employer

of choice. This includes the relationship

between employees and the company,

and in particular some of the issues which

need to be improved in that relationship.

Sustainability, as a strategic aim, refers to

the intention to create long-term value for

our Company and shareholders, as well

as for employees, communities and the

wider nation. At the practical level, Sus-

tainability actions are developed to build

capability within the Company as well

as with stakeholders, and include social

investment programmes, environmental

initiatives, as well as ethical conduct,

compliance with national laws, and trans-

parency and good governance.

Key Performance Indicators

Sustainability, as

a strategic aim, refers

to the intention to

create long-term value

for our Company and

shareholders, as well as

for employees,

communities and the

wider nation.

WIPA in the Point Fortin communityThrough their cricket programme in primary

schools in Point Fortin, the West Indies Players

Association (WIPA) is cultivating healthy life-

styles as well as a love for cricket. WIPA

also conducts cricket camps and organizes

competitions among community teams.

Sustainability

Operational

Excellence

Capability

Growth

Stakeholder Engagement

Safety

Environment

Production

Employee Satisfaction

Talent Pool

Ethos Score

OSHA Recordable

Accident Rate

Geenhouse Gas

Emissions

(million tonnes

C02)

Total (Tbtu)

Employee

Satisfaction

Survey Score

Employee Turnover

Rate

4.87

Benchmark: 9.09

2.9

5.07

775.1

54%

3%

6.55

Benchmark: 8.8

0.062

5.66

799

3%

815

4%

0.059

5.86

810.3

54%

2%

7.14

0

5.07

800

63%

4%

Strategic Aim Performance Aspect Key Performance Indicators 2008 2009 2010 2010 2011/12 Metric Actual Actual Target Actual Target

12 / / 13

On Wednesday, September 22, 2010,

Atlantic launched its new brand. This

was the culmination of a period of review

and analysis by an independent brand

designer, Abovegroup. The engagement

process included staff consultations and

external stakeholder focus groups.

The review of the Atlantic Brand was

achieved through an audit of company

history and information; employee culture

and pride; as well as through discussion

with key stakeholders including staff ,

shareholders, partners, suppliers and the

public. A distillation of the data estab-

lished core attributes of Atlantic:

Diligent • Visionary • EmpoweringCatalyst • Responsible • UniqueOurs • Driven • Valuable

Among the primary stakeholders – em-

ployees and shareholders - the process

of re-branding provided communications

opportunities, heightened involvement

and introspection on Atlantic’s role and

responsibilities, both as a global energy

business and an indigenous Trinidad and

Tobago company.

In this process, the new brand emerged as

simply “Atlantic” with distinctive con-

temporary livery. The meaning of the new

brand was articulated by the Leadership

Team during one of its development ses-

sions as an aspiration statement, express-

ing expectations beyond the vision to be

global benchmark by 2013; and making

the connection between current perfor-

mance and future possibility.

Discussions about the aspiration and

brand attributes have improved aware-

ness among employees of the importance

of Atlantic to Trinidad and Tobago, re-

inforcing pride in citizenship and corpo-

rate responsibility.

The new Atlantic symbol - the QUAD in

a grouping of four - is both dynamic and

stable. It lends itself to articulation of

“who we are” and “what we do” in terms

that are grounded (four trains, four com-

pass points, square, solid) but visionary.

The A-QUAD strategy, for example, has

emerged with the following watchwords:

Agility: Fostering nimbleness and respon-

siveness required to meet challenges of

the future

Advocacy: Championing the interests of

those to come

Advancement: Creating opportunities

for growth by strengthening skill and

knowledge

Ability: Building physical and/or

mental abilities that promote strength

and wellness.

Because many of Atlantic’s social invest-

ment programmes are intended to benefi t

children, our identity – the brand – is

closely aligned with the next genera-

tion, or what is now termed Atlantic’s

E-generation. One of Atlantic’s strategic

objectives is to share our principles and

practice with the E-generation. Hence the

tagline, moving a generation ahead.

Moving a Generation Ahead

14 / / 15

SAFE RELIABLE OPERATIONSThe heart of the business is the produc-

tion of LNG from natural gas. It is a pro-

cess that involves complex interactions

of teams of people with one another and

with machines in a continuous cycle of

increasing effi ciency towards benchmark

performance, safe and reliable production

and sustainability.

The strategic aim of Operational Excel-

lence is to improve safety and reliability

of Atlantic’s operations by implementing

the integrity-related processes, growing

the technical capability and embedding a

culture of continuous risk reduction.

Some of the processes to ensure optimum

operation of plant and equipment, as well

as safety of people, include the Asset

Integrity Management Standard (AIMS),

the Major Accident Risk Assessment

(MAR), the Competency Management

and Assurance System (CMAS) and

the Electronic Document Management

System (EDMS).

Effi cient maintenance and operation

of physical assets are therefore very

important to our benchmark position

and competitiveness. Atlantic is working

towards ensuring that plant reliability is

optimized.

Reliability is a factor that is determined

in the preparation of the production plan,

and achieved by management of the plan

to minimize unplanned occurrences and

variances. In 2010, the Atlantic Reliabil-

ity target was 97.4 percent of plan; 96.3

percent was achieved.

The benefi ts of the world class main-

tenance activities of the previous year

also paid off with the achievement of

production of 810.3 Tbtu, a year-on-year

improvement of 11.0 Tbtu.

It should be noted that 2010 saw one of

the hottest, driest “dry seasons” since

Atlantic started producing LNG. High

ambient temperatures are a distinct chal-

lenge to a plant that functions like a giant

refrigerator cooling the natural gas to -161

degrees Celsius and thereby reducing its

volume 600 times to a liquid state.

SAFETY PERFORMANCEWorld Class in Personal SafetyCareful management of a system in which

each employee is responsible for his/ her

personal safety as well as the safety of

those in their teams or vicinity continues

to keep Atlantic within the realm of world

class safety in 2010. At the end of 2009,

Atlantic achieved benchmark perfor-

mance in the area of personal safety with

a full year Recordable Incident Frequency

(RIF) of 0.062. In 2010, this record was

topped with the achievement of a rate of

0.059 - an improvement of 0.003.

2009 VS 2010 PERFORMANCE OUTPUT HIGHLIGHTSYear-on-year comparisons of Safety out-

puts captured in the Safety Triangle below

show improvements in safety across all

areas, most notably in First Aid cases

and Hazards including Unsafe Acts. This

performance is consistent with Atlantic’s

eff orts to ensure that people are more

aware, more alert and more consistent in

the application of safety guidelines and

practices.

Operational Excellence

Positive changes in

behaviour towards

safety contributed also

to the achievement by

end December 2010

of over 10,008,197

man-hours without a

Day Away From Work

(DAWFC).

2010/2009 Tolerance 2010 Performance

OSHA Recordable Rate 2010

jan feb mar apr mar jun jul aug sep oct nov dec

/ 1716 /

Positive changes in behaviour towards

safety contributed also to the achieve-

ment by end December 2010 of over

10,008,197 man-hours without a Day

Away From Work (DAWFC).

INCIDENT REPORTING IS A MUSTReporting incidents and near misses is

a means of capturing the details of the

circumstances for analysis, recording

and sharing of Lessons Learnt. Anyone

engaged by Atlantic can report on is-

sues: staff , contractors, suppliers or the

community. Issues that are reported on

include: Recordable injuries, First Aids,

Incidents, Near Misses and Potential

Hazards.

KEEPING THE HYDROCARBONS IN THE PIPEIn 2009 Atlantic reported on the imple-

mentation of the Asset Integrity Manage-

ment Standard (AIMS). This framework

is made up of 10 elements that help to

proactively monitor the ability of an asset

to perform its required function eff ectively

and effi ciently while safeguarding life and

the environment. Using these elements

Atlantic continues to drive continuous

risk assessment and reduction, with the

ultimate goal of no accidents, no harm

to people and no damage to the environ-

ment.

This chart shows the signifi cant risks

identifi ed and addressed through AIMS

in 2010.

The concept of continuous risk reduction

recognizes that the resources available

to reduce risk are not infi nite. Progress in

implementing AIMS in 2010 included the

roll out of the 5-year plan.

THE EMPLOYER OF CHOICEAs an operator, Atlantic has an

organisational structure that supports the

maintenance of physical assets, reliable

production and shareholder value. In

2010, a dedicated Team for Turnarounds

and Contract Management on plant

maintenance was formed to strengthen

this area of capability, and to provide a

platform for continuous planning, execu-

tion and evaluation of maintenance work

on the four Trains, in annual or regular

cycles.

Strategically, the capability and fl exibility

of this team position Atlantic to build

capacity in specialized areas, to promote

knowledge transfer and to build expertise

among its technical staff .

SHORING UP INDUSTRY CAPACITYIn January 2010 Atlantic became the fi rst

company within the Trinidad and Tobago

energy sector granted ‘Centre Approval

Licenses’ to off er training that would be

certifi ed by the Caribbean Vocational

Qualifi cation (CVQ) in Mechanical Main-

tenance Level 2 and Instrumentation &

Control Level 2.

During the period March to October

2010, the Apprentices of the Mechanical

Maintenance; Reliability and Electrical

& Instrumentation units were assessed

against the respective units’ requirements.

In November 2010, the National Train-

ing Agency (NTA) conducted another

audit to authenticate the competence of

the Apprentices, the outcome of which

was yet another history making moment

for Atlantic. Eleven Atlantic Apprentices

were the fi rst in Trinidad and Tobago to be

awarded a full CVQ in either Mechanical

Maintenance Level 2 or Instrumentation &

Control Level 2.

Also graduating at the function were

Graduate Trainees who had completed

their two-year programmes at Atlantic.

Atlantic re-hired some of the graduates

from both groups to fi ll permanent posi-

tions in the Company. All graduates - with

the qualifi cation gained through Atlan-

tic and the experience in the fi eld - are

qualifi ed for employment in processing

companies.

COMPETENCY DEVELOPMENTIn 2010, the company completed an

organization-wide job evaluation exercise,

updating all job descriptions and hav-

ing these assessed by an independent

evaluation company. The 2010 milestones

for the Competency Development Tool

(CDT) and Competency Management

Assurance System (CMAS) projects were

also delivered. Based on these assess-

ments, the company continues to provide

on-going training and individual develop-

ment plans for targeted employees.

EMPLOYEE ENGAGEMENTEvery two years, Atlantic surveys employ-

ees to assess the levels of satisfaction

according to specifi c company character-

istics. The survey is administered online

with respondents’ answers collated and

summarized by Quality Consultants Lim-

ited. The Employee Benchmark Survey po-

sitions Atlantic against other companies

in similar specialized sectors. The fi ndings

Capability Growth

Atlantic provides

facilities for its Staff to

ensure that health

and opportunities for

wellness are a priority.

Dropped

Objects

15%

Earthquakes

6%

Severe

Weather

9%

Lost of

Containment

44%

Structural

Intergrity

26%

NUMBER OF EMPLOYEES At December 31st, 2010

2010 2009 2008

Total 714 677 680

Location Point Fortin 594 558 555

Port-of-Spain 122 119 125

Job Status Permanent 601 590 600

Trainees 64 45 51

Contracted 49 42 29

Apprentice Graduation

1

10

100

1000

10000

BSO / ASA / STOP - 11,619 BSO / ASA / STOP - 11,942

2009

0

Fatalities

0

LTIs

1

Recordable Injury

(RCs & MTCs)

51

First Aids

5,581

Hazards

- Unsafe Acts

- Employee

Created Unsafe

Conditions

2010

0

Fatalities

0

LTIs

1

Recordable Injury

(RCs & MTCs)

34

First Aid

2,994

Hazards

- Unsafe Acts

- Employee

Created Unsafe

Conditions

22 of

which are

T1 TAR

Related

18 / / 19

of the survey are summarized and graded

according to the following system:

75% and over - Major strengths (Cerise)

51% - 74% - Minor strengths (Blue)

26% - 50% - Minor weaknesses (Green)

25% and below - Major weaknesses

requiring urgent attention (Grey)

Such a survey was conducted in 2010 and

the summary results of employees’ levels

of satisfaction are shown in the chart

below.

The overall People Satisfaction Index (PSI)

was also calculated. This index indicates

the overall satisfaction of employees in

the context of the areas surveyed. In 2010

Atlantic’s PSI was 54 percent which was

the same as in the survey conducted in

2008.

The Company’s People Plan was subse-

quently revised to address employees’

concerns. The Plan includes initiatives

under the headings Welfare, Leadership,

Communication and Talent Management.

A structured leadership development pro-

gramme was undertaken for the Leader-

ship Team in 2010 and will be extended to

managers in 2011.

Other targets under the Plan will be rolled

out and executed in 2011 with the aim of

a more positive result in the next survey

(2012) and a higher PSI than the previous

two surveys.

DEVELOPING A CULTURE OF WELLNESSAtlantic provides facilities for its Staff to

ensure that health and opportunities for

wellness are a priority. Employees are

encouraged to make use of fully equipped

gyms in Port of Spain and in Point Fortin.

Other initiatives include awareness ses-

sions on health topics, dance lessons

(which promote wellness and employee

interaction) and contests of strength

and stamina such as the annual Power

Challenge (a contest for individuals which

includes swimming, cycling, kayaking and

a gruelling run on a forest trail).

Among the programmes off ered to

employees in support of Wellness during

2010 were:

Smoking Cessation Programme: a sen-

sitization programme that demonstrated

the benefi ts of not smoking and off ered

support for those who chose to stop

smoking

Chester Step Tests: this is a fi tness-type

test that is widely accepted as a means of

gauging heart health

Infl uenza Vaccinations: a preventative

measure made convenient and available

to Staff on site.

In treating with wellness, like all other ar-

eas of performance, Atlantic applies stan-

dards and has drafted a Medical Records

Policy to protect the rights of individuals

and to ensure that their medical histories

are readily available to the relevant per-

sons in the event of an emergency.

Dr. Ishvan Ramcharitar is the doctor on call

for plant personnel.

Dancing to wellness: employees were invited

to participate in dance classes in 2010.

Boys Nature Nurture CampAtlantic together with bpTT and BG Trinidad and

Tobago formed an alliance to fund a camp for

boys in need of counseling. The camp was orga-

nized by Franklyn Dolly & Associates. Boys who

participated in the programme (in 2009, 2010

and continuing in 2011) receive follow up mentor-

ing and monitoring. It is expected that the results

of an evaluation of the process will indicate the

next steps for a continuing programme.

0 10 20 30 40 50 60 70 80

corporate responsibilitycustomer focus

employee engagementstrategic alignment

supervisionwork organization

talent management practicescommunication

management employee relationsleadership

76%

65%

64%

62%

61%

50%

46%

43%

36%

32%

EBS2010 Satisfied Scores: 75% & Over 51% - 74% 26% - 50% 25% & Below

OVERALL CATEGORY RESULTS

20 / / 21

CORPORATE RESPONSIBILITY The energy sector, and specifi cally

natural gas and LNG, is a major contribu-

tor to the GDP of Trinidad and Tobago. As

a Trinidad and Tobago operating entity,

Atlantic has maintained that its output

should also contribute to the development

of people and communities, as agents to

transform Trinidad and Tobago.

At Atlantic, we refer to corporate sustain-

ability as our ability to develop our business

in an economically, environmentally and

socially responsible way, adding value for

our stakeholders and contributing to a

sustainable future for our nation and our

planet.

Our commitment to Sustainability is

aligned with our Core Values of Safety,

People and Performance and is incorpo-

rated into our daily activities and decision

making process. In accordance with our

Business Principles, we conduct our busi-

ness operations in an ethical and trans-

parent way, respecting human rights and

corporate governance.

GOVERNANCE AND PRINCIPLESThe Leadership Team led by the Chief

Executive Offi cer (CEO) reports on per-

formance and operational matters to the

Board of Directors.

The Board of Directors comprises the

Chairman Gordon Deane, the CEO Oscar

Prieto with alternates Vice President

Finance and Administration Moonilal

Lalchan and Chief Operating Offi cer Jean

Andre Celestain.

Atlantic is a private company and is not

traded on any public exchanges. The com-

pany remains current with all requisite

regulatory fi lings under the Trinidad and

Tobago Companies Act. The governance

structure, control mechanisms and report-

ing requirements are all integrated into

the Atlantic Code of Ethics.

Our affi liates represent leaders in sustain-

ability in the oil and gas sector. Joint

Shareholder Audits of the operations

management system are conducted

annually.

The principles of sustainability are central

to the success of the business and are

the responsibility of the CEO. The CEO

is supported by senior managers. These

managers include the vice presidents and

directors of each business unit, includ-

ing health, safety, environment, security,

sustainability, communications, human

resources, law, fi nance, operations,

procurement, commercial, internal audit,

maintenance, performance management

and others.

The CEO leads a regular review of per-

formance in each business area with the

management team. The company is dedi-

cated to continuous improvement in each

of the strategic aims (see page “About

this Report”) Atlantic has a governance

approach based on corporate policies

that shape responsible behaviour. These

policies are implemented through the

management systems of the company.

CODE OF ETHICS The Atlantic Code of Ethics is one of the

guiding principles for our employees,

suppliers and partners. It is included in all

contracts and governs all behaviour and

relationships in our business.

The Code is shared with employees as

part of their induction. As a demonstra-

tion of adherence to the Code, all

employees submit a Confl ict of Interest

(CoI) Declaration Form annually.

Other tools used to guide transparency

and ethical behaviour are the Gift and

Entertainment Registry and the Speak

Out system. The Gift and Entertainment

Registry is an online tool through which

employees are required to declare items

which they have received in the course

of doing business with partners and

suppliers.

Sustainability

Reports on specifi c

waste materials are

generated monthly.

These include Green-

house Gas (GHG)

emissions, hazardous

waste and solid waste.

22 / / 23

generated monthly. These include Green-

house Gas (GHG) emissions, hazardous

waste and solid waste.

Through audits of its Environmental

Management System (EMS), Atlantic rec-

ognizes strengths and weaknesses as well

as opportunities for improvement. During

the year 2010 and into the fi rst quarter

of 2011, the quantifi cation and classifi ca-

tion of Key Environmental Performance

Indicators were identifi ed as requiring

more focus.

With a commitment to continuous im-

provement, embedding sustainability, and

managing the environmental and social

impacts of its operations, Atlantic has ini-

tiated the development of a Total Waste

Management Plan (TWMP) towards

better documentation of the Key Environ-

mental Performance Indicators.

The review of current data and reclassifi -

cation of the waste types will provide the

framework to ensure that these leading

environmental indicators are properly

identifi ed and categorized with appropri-

ate mechanisms to facilitate measurement

and tracking. We intend that the data for

categories of waste (hazardous, hydrocar-

bons etc.) will be specifi c and verifi able.

This will be published for the period 2009

to 2011 in the next reporting period.

Atlantic continues to look for every

opportunity to minimize impact to the

environment and maximize the positive

contributions by managing its operations

responsibly. Through rigorous continu-

ous assessment of the Environmental

Management System, the company will

continue to address the environmental

challenges of our operations.

MEASURING THE CARBON FOOTPRINTThe Carbon Footprint project is closely

aligned with the on-going monitoring

of Atlantic’s waste stream in order to

minimise GHG and waste output; and

was undertaken as part of a strategy for

reduction. The exercise involved an audit

of records and procedures by an indepen-

dent consultant. The main objective was

to determine GHG emissions, with a view

to setting targets for reduction based on

possible effi ciencies.

The fi ndings of the report are being used

to propose and prioritise projects on an

expanded Environmental Action Plan

that now includes engineering projects,

effi ciency programmes and advocacy

campaigns.

In 2008, with all four trains fully opera-

tional, the GHG emissions were estimated

at 5.07 million metric tons. (This is an

absolute value based on mass balance cal-

culations.) In 2009, issues with a storage

tank led to higher GHG emissions; that

year’s fi gure was normalized to 5.66 (see

the KPI table on page 11). It was recom-

mended that 2008 be the baseline year.

It was estimated that direct emissions

from LNG production amounts to a

carbon dioxide equivalent of 0.369 metric

tons per metric ton of LNG produced. The

emissions associated with power produc-

tion on the facility account for 5 to 7 % of

the total. The emissions at Atlantic’s plant

are dominated by combustion emissions

from plant operations. Several effi ciency

projects already in train have the potential

to reduce emissions and it was estimated

that such projects might provide reduction

of up to half to one million metric tons per

year. The calculations also indicate that

emissions from fl aring account for 10 to

12 % of direct emissions at the plant.

ENVIRONMENTAL ADVOCACY AND AWARENESSSeveral initiatives are undertaken every

year to demonstrate Atlantic’s commit-

ment and advocacy for a clean managed

environment. Among the initiatives

undertaken in 2010, were:

RECYCLINGEmployees were encouraged to bring

bottles, cans and plastic bottles to the

offi ce to be recycled.

The Speak Out system allows phone

in, drop box or on-line submissions. It

enables employees, suppliers or mem-

bers of the public to report or question

any perceived practices at Atlantic. The

system is managed through an external

provider and reports are treated in the

strictest confi dence.

Reports on the use of the Code of Ethics

tools are made quarterly to Staff and

posted on the Company’s Intranet for

reference. At the end of 2010 the data

recorded via these tools was as follows:

1. Gift And Entertainment Registry: A total of 52 entries were made for

2010. Total value of gifts received was

approximately $7,870 USD

2. Confl ict of Interest Declarations

At December 31, 2010, 100% of

employees had completed the form;

for those who had declared potential

confl icts, records of follow-up discus-

sions with line managers were logged

and submitted in a timely way.

3. Speak out In 2010, a total of 89 complaints were

received. Of these 61 were closed.

COMMITMENT TO SUSTAINABILITYAtlantic’s Commitment to Sustainability

identifi es fi ve areas to aff ect through

direct investment, partnership or posi-

tive infl uence: employees, community,

suppliers, partnerships and the environ-

ment. In 2010, important actions towards

sustainability were delivered in each of

these areas. Expanded objectives and new

targets are also indicated. The Company’s

plan for sustainability is refreshed by the

self-assessment against Ethos Indicators

facilitated by an independent consultant

every two years.

COMMITMENT TO THE ENVIRONMENTPractising responsible environmental stew-

ardship and minimizing adverse impacts to

the environment through the optimal use of

resources by recycling and reduction of waste

and emissions.

Atlantic’s impact on the environment is

central to its operational health and safety

strategy, and to a positive relationship

with the community. Atlantic is commit-

ted to pursuing a role of environmental

leadership with all stakeholders.

Membership on the Ministry of Energy’s

Carbon Reduction Strategies Task Force

was held by the Head Sustainability and

Corporate Communications in 2010 to

2011. Through this forum, the company

expects to subscribe to solutions to deal

with carbon emissions produced by the

energy sector; as well as to an Energy

Policy that is in sync with a proposed

National Climate Change Policy.

In addition to the Company’s Environ-

mental Management System defi ning the

code of compliance and practice, Atlantic

articulated an environmental commit-

ment statement which is being shared

with employees and suppliers, and which

is expected to guide the way we do busi-

ness. The environmental commitment is

also refl ected in the Supplier Code which

was drafted in 2010, and will be applied in

supplier contracts over the next fi ve years.

ENVIRONMENTALLY RESPONSIBLE OPERATIONSSince 2006, Atlantic’s Environmental

Management System (EMS) has been

certifi ed at ISO 14001:2004. This cer-

tifi cation is maintained with minimum

non-conformances, and the audits by the

Trinidad and Tobago Bureau of Standards

are now conducted every two years. In

2010, to minimise the risk of complacency

and to maintain rigour in the approach,

the Internal Audit department recom-

mended a process approach to environ-

mental management and to the EMS

audit which is intended to drive continu-

ous improvements in the system. This led

to the creation of a cross-functional team

with representatives from all departments

to prepare for the 2011 EMS audit.

STATEMENT OF INTENTReports on specifi c waste materials are

Minister of Sport and Youth Aff airs Anil

Roberts (far right) greeted other offi cials

at the launch of the Atlantic National

Primary Schools Football League 2010.

Oscar Prieto CEO and Clyde Paul, Mayor

of Point Fortin, turned the sod for the new

administrative building on Clifton Hill.

In 2010, Atlantic held two all-staff business

meetings. At the Kick Off meeting, held in

late January, the targets for the year were

presented to employees.

Full protective equipment is worn for all

activities in the Atlantic process plant.

24 / / 25

ALTERNATIVE ENERGY IN SCHOOLSStudents from nine secondary schools

in the south west peninsula of Trinidad

participated in the competition for in-

novative solutions, “Alternative Energy in

Today’s Environment”. Parvati Girls Hindu

College took the fi rst prize for their project

“D Gasbage bin” that generated fuel gas

from garbage.

In second place was Penal Secondary

School with their “Wind Power” project

“Word!” Holy Name Convent placed third

with the proposal to use La Brea Pitch

Lake as a source of geothermal energy.

INTERNATIONAL COASTAL CLEAN UPThis is the fourth year in which Atlantic

participated in an exercise to measure

types of garbage collected on the same

day, on coasts all around the world. On

September 18, 2010, 97 volunteers picked

up and sorted 1535.5 pounds of garbage,

at the La Brea Station Beach.

WORLD ENVIRONMENT DAY ACTIVITIESThe fi rst Biodiversity Exhibition in Point

Fortin was mounted by the El Socorro

Centre for Wildlife Conservation at the

Ministry of Agriculture in June 2010. The

Environmental Management Authority

(EMA) assisted by giving lectures and

sharing details of the EMA’s activities.

The HSE team also devised an in-house

competition, called the Environmental

Feud, in which teams comprising an

employee partnered with a contractor,

were quizzed on environmental matters.

The objective was to increase general and

technical knowledge of the environment

among staff and contractors.

ATLANTIC SEEDS OF HOPEThe Atlantic Seeds of Hope programme

evolved from the initiative to create a buf-

fer zone between the plant and the Point

Fortin community. As fast as residents

were relocated out of the designated area,

trees were planted. The buff er zone – a

work in progress – features young trees

mixed in with the older vegetation from

home owners.

The 4H Clubs of the southwest peninsula

took on a project to collect seeds and

germinate young trees for planting in the

buff er zone.

The project, renamed the Atlantic Seeds

of Hope, now produces some 25,000

plants annually: these include fruit and

forest trees including rare species, vege-

table and food crops. In 2010, plants were

distributed and planted in home gardens,

private orchards as well as in re-foresta-

tion projects such as that undertaken by

NGC in south Trinidad.

Atlantic Seeds of Hope will be expanded

to other areas in Trinidad and Tobago in

2011. The primary objective in 2010 was

“4Hers working against global warming,

preserving nature’s biodiversity, growing

what we eat and developing agribusiness

skills.”

COMMITMENT TO SUPPLIERSStrengthening the suppliers by setting high

social, environmental and quality standards

along the supply chain and developing their

capacities.

Building the relationship between suppli-

ers and Atlantic has been an area of focus

for the company over the last three years.

A regular forum was convened to bring

suppliers up to date with respect to Atlan-

tic’s standards of safety and ethics. This

has progressed in 2010 to a meeting held

every two months expanding the areas of

synergy and alignment. One session was

designed as a Supplier Expo with booths

provided for suppliers to talk about safety

in their business.

SUPPLIER EXPOIn July, Atlantic provided a forum for

suppliers to showcase their businesses

through a Safety Expo, in which they were

provided with booths to mount displays of

their products and could talk about their

services.

Suppliers are fully engaged as Atlantic

continues to strengthen relationships

and develop supplier capacities at

bimonthly Supplier Forum meetings.

Atlantic employees and community

groups participate in the annual Inter-

national Coastal Clean up – one day on

which garbage is collected on beaches

and coasts in order to raise awareness

for environmental responsibility.

Atlantic sea turtlesLeatherback hatchlings head to the sea as soon

as they emerge from the nest. If this hatchling

survives to maturity, it will traverse the Atlantic

and return to the beach where it was born to

mate and deposit eggs. Atlantic’s partnership

with Turtle Village Trust facilitates the monitoring

of leatherbacks and other sea turtles around

Trinidad and Tobago.

(Photo by Skene Howie, SOS Tobago)

Wind power was one of the suggestions

in the alternative energy competition.

26 / / 27

SAFE TO WORK CERTIFICATIONIn 2010, Atlantic was the fi rst operator

in the oil and gas sector in Trinidad and

Tobago to achieve Safe to Work (STOW)

certifi cation.

STOW consists of a series of international

best practices and guidelines developed

for fostering, certifying and auditing robust

Health, Safety and Environmental (HSE)

Management Systems. STOW was an

initiative of the energy sector companies

under the auspices of the Energy Chamber

(formerly the South Trinidad Chamber of

Industry and Commerce or STCIC).

The challenge to achieve this certifi cation

through a rigorous process was taken up

by Atlantic as an example to its contrac-

tors and service providers. Atlantic is

committed to sharing the experiences

that culminated in its STOW certifi cation

and to transfer the knowledge so that ser-

vice providers can deliver on the mandate

of the Energy Chamber, which is that all

member companies in the local oil and

gas industry should attain this certifi ca-

tion within the next two years.

Leading the way for STOW certifi cation

through the supply chain will also ensure

that a sustainable cadre of service provid-

ers is available not only to Atlantic but to

the energy sector as a whole.

The Atlantic Award for Excellence

presented at the Energy Chamber’s CSR

Awards 2010 went to the Neal & Massy

Wood Group for their achievement as the

fi rst Trinidad and Tobago energy supplier

company to become STOW certifi ed. The

sponsorship of this Award was directly in

line with Atlantic’s drive to become STOW

certifi ed, which was achieved early in 2011.

COMMITMENT TO COMMUNITYPromoting the advancement of the local

community by fostering capacity building,

education, social progress and the creation of

business opportunities.

Many community-based programmes –

mainly in sport and education – have been

running for at least two years in Point

Fortin. Previous assessments (Good

Corporation 2008, Ethos 2009) focused

on the value of the programmes through

their intrinsic content, structure and

reports generated by the partners. In

2009 and 2010, partners responsible for

community programmes were invited to

submit their programmes for the CEO’s

Sustainability Awards.

ASSESSING ATLANTIC IN THE COMMUNITYAt the end of 2010, a local consultant was

selected to interview and elicit feedback

from participants in seven sustainability

programmes in Point Fortin. The specifi c

objectives of that assessment were to pro-

vide “Qualitative and quantitative informa-

tion, including perceptions, opinions and con-

cerns etc. related to the projects assessed”.

(Extract from CSR Solutions Report – Feb 2011).

The Assessment was conducted with

participants in the following programmes:

1. Seeds of Hope programme run by 4H

Clubs in St Patrick’s West

2. WIPA (West Indies Players Associa-

tion) in the Community – building

capacity in sport through cricket

3. Shape the Community, sports pro-

gramme for schools, Trinidad and

Tobago Olympic Committee (TTOC)

4. Swimming programmes at the Point

Fortin Community Pool, YMCA

5. Adolescent Development Programme

in Point Fortin conducted by Servol

6. Skills training, National Energy Skills

Company (NESC)

7. UWI (University of the West Indies)

Telehealth – international medical

consultation via videoconferencing,

for children

Across all programmes the children were

happy to have the programmes avail-

able to them. They were excited about

what they were learning and that was

expressed by the consultant in this extract

of the summary below:

“Another facet of Atlantic’s commitment

to promoting the advancement of the local

community is fostering social progress,

which generally refers to social, economic

and cultural advancement. In this context,

we refer to not only the life-skills which

were mentioned throughout the document,

ATLANTIC SUPPLIER CODEOn the same occasion in July, Atlantic

launched the intention to produce a Sup-

plier Code, in collaboration with suppli-

ers. Based upon elements of the Atlantic

Code of Ethics and the Commitment to

Sustainability, the Supplier Code sets out

the guidelines for ethical standards of

business conduct with information about

Atlantic, how the company operates, what

is important to us, and what is expected

of business partners and the supply chain.

The Energy Chamber com-

mends Atlantic on being

the fi rst operating company

to take the bold step to be-

come STOW certifi ed. This

move clearly demonstrates

that Atlantic holds itself ac-

countable to the same high

standards that they ask of

their contractors and service

providers.”

Dr. Thackwray Driver – CEO of the Energy Chamber / Member

of the STOW Implementation Board

“

Members of the Executive Team of the

Neal & Massy Wood group receive the

Atlantic Award for Excellence from the

CEO Oscar Prieto.

We expect our business partners to demonstrate organisational commit-ment to transparency regarding:• The purpose, nature and location of

their activities;

• The manner in which they make,

implement, and review decisions,

including the defi nition of the roles,

responsibilities, accountabilities and

authorities across the diff erent func-

tions in the organisation;

• Standards and criteria against which

the organisation evaluates its own

performance relating to social re-

sponsibility;

• Their performance on relevant

and signifi cant issues of social re-

sponsibility;

• The source of their fi nancial

resources;

• The known and likely impacts of their

decisions and activities on

their stakeholders, society and the

environment.

• The identity of their stakeholders and

the criteria and procedures used to

identify, select and engage them.

• Its qualifi cations and experience as

well as those of its personnel.

• The litigation history of the company.

We value business partners who:• Participate in sectoral, multi-stake-

holder, national, and/or international

initiatives to promote transparency

(i.e., Extractive Industries Transpar-

ency Initiative)

• Publish an annual Corporate Sustain-

ability Report in line with the report-

ing guidelines of the Global Reporting

Initiative (GRI)

• Uphold transparency as a corporate

value, and train employees and

business partners in regards to it.Julie John was the fi rst “home partner”

for an Atlantic-Habitat home.

Point Fortin’s Finest: the fi rst univer-

sity graduates from this educational

support programme were honoured

in 2010.

EXPECTATIONS

EXCEEDING EXPECTATIONS

Atlantic business partners should

disclose in a clear, accurate and com-

plete manner and to a reasonable and

suffi cient degree, the policies, deci-

sions and activities for which they are

responsible, including the known and

likely impacts on society and the en-

vironment. This information should be

readily available, directly accessible and

understandable to those who have been

or may be aff ected in signifi cant ways

by the organisation. It should be timely

and factual and be presented in a clear

and objective manner so as to enable

stakeholders to accurately assess the

impact that the organisation’s decisions

and activities have on their respective

interests.

The principle of transparency does not

require that proprietary information be

made public, nor does it involve provid-

ing information that is legally protected

or that would breach legal, commercial,

security or personal privacy obliga-

tions. However, business partners must

accurately record and disclose informa-

tion regarding their business activities,

structure, fi nancial situation, and per-

formance in accordance with applicable

laws and regulations and prevailing

industry practices.

SAMPLE SECTION OF SUPPLIER CODE 3.1.11 Transparency

COMMITMENT

The Safety Expo 2010 was a special

feature of regular meetings between

Atlantic and its supply chain to share

information and best practice.

28 / / 29

and which result in attitudinal and behav-

ioural advancement, but also the actual

and potential opportunities for economic

progression. In terms of life-skills, students

explicitly noted teamwork, discipline, co-

operation, respect for self and others, self-

awareness, patience and self-confi dence

as their most important learnings arising

from the programmes. These attitudes and

behaviours then manifested in more social

cohesion …, an essential part of social

progress”.

(Extract from CSR Solutions Report – Feb 2011)

The main area of weakness raised by the

Assessment was the lack of knowledge

about Atlantic and Atlantic’s role as the

fi nancial partner in these programmes.

It is to be noted that before 2010, NGO

partners were not mandated to brand the

community programmes. Since the launch

of the new brand, however, Atlantic has

indicated that all programmes should

be branded to ensure association of the

company with the programmes, with a

deliberate strategy to ensure that Atlantic

brand values are upheld by partners and

participants.

SHARING WITH THE POINT FORTIN COMMUNITYAtlantic shared its Emergency Evacuation

Plan with schools in the Point Fortin area.

Atlantic conducts at least one emergency

drill every year, and is also involved in

those staged by the Point Fortin Borough

Corporation. The lessons from these ses-

sions are recorded and shared.

COMMITMENT TO PARTNERSHIPSBuilding strong partnerships on regional,

national and global level to achieve common

objectives for a better future.

Atlantic utilises three avenues through

which contributions may be made to

support worthwhile causes or enterprises.

The Donations Committee considers all

requests for assistance on the basis of

criteria of need, children, education, health

and alignment with Atlantic’s governance

values. The Sponsorship Committee

considers programmes through which

Atlantic may have the opportunity for

brand identity and publicity. Examples

of such programmes are national events

(primary schools cricket, football or

athletics), conferences (Energy Caribbean,

Caribbean Investment Forum, Business

Chambers and Associations etc) or exhib-

its and entertainment in alignment with its

core values and aspiration. The Sustain-

ability Committee considers programmes

of intrinsic value for capacity building,

especially education, sport, technical or

skills training, or innovative sustainable

solutions for human development.

COMMUNITY BUILDINGIn 2010, Habitat for Humanity Trinidad

and Tobago was engaged to work with the

Point Fortin community (represented by

the Mayor and Borough Council and the

Point Fortin Corporation) on the construc-

tion of the Guapo Beach Visitor Centre

sponsored by Atlantic.

CONTRIBUTIONS IN 2010Atlantic continues to focus on capac-

ity building and human development

activities in the home community Point

Fortin. New programmes in 2010 included

the Enterprise Training (conducted by

UWI-Roytec) for secondary students and

the Business and Computer Literacy for

Farmers (conducted by the University of

Trinidad and Tobago).

At the national level, children at primary

school continue to have our attention.

In keeping with this position, we were

pleased to sponsor the educational

dinosaur exhibit – a fi rst of its kind in

Trinidad – featuring A T-Rex named Sue.

The location of Atlantic’s head offi ce near

to the National Academy for the Perform-

ing Arts is convenient for sponsorship of

other events such as theatre productions,

concerts and exhibitions which target

primary school children.

A T-Rex named SueThe life-size skeleton constructed from plaster

casts of original bones formed the centre

piece of this dinosaur exhibit on loan from the

Field Museum of Natural History in Chicago.

Mounted at the National Academy for the

Performing Arts (NAPA), “Sue” provided a

unique opportunity for children to learn about

these prehistoric creatures.

Atlantic Other I don’t know

47%

23%

30%

30 / / 31

2010 Contributions

POINT FORTIN PROGRAMMES US$ Adolescent Development and Skills Programmes (SERVOL) 62,650.52

Adult Literacy (ALTA) 11,020.32

Art Training in Point Fortin 11,451.55

Atlantic Annual Swim Meet 8,705.49

Atlantic Off -Season Community Football 22,212.38

Atlantic Plant visits 4,120.91

Borough Day (May 01, 2010) 78,178.57

Computer Centre & Internet 3,992.79

Cricket (West Indies Players’ Association) 132,650.34

Ferndean Place Children’s Home 16,659.23

Guapo Beach Visitor Facilities (design and pre-construction) 25,222.07

Point Fortin Swimming Pool (YMCA - maintenance and programmes) 132,094.68

Point Fortin’s Finest Programme (school and university grants, camps and world of work) 80,608.55

Pre-University and Agri-Business Programmes (University of Trinidad and Tobago) 84,790.48

Re-planting and Maintenance of the Buff er Zone 75,920.09

Seeds of Hope (4 H Clubs) 46,195.77

Shape the Community Sports Programme (Trinidad and Tobago Olympic Committee) 595,204.62

Skills Training (National Energy Skills Centre) 43,805.12

SPONSORSHIPS AND CONTRIBUTIONS A T-Rex Named Sue (dinosaur exhibit) 40,450.78

Boys Nature Nurture Camp 20,000.00

Business Development in secondary schools (UWI / Roytec) 72,595.93

Donations 472,890.66

Habitat for Humanity Home Building Programme 80,000.00

IDB Workshop 4,379.94

John Andrews Arts Bursary (University of the West Indies) 1,587.30

National Primary Schools Cricket League 62,746.45

Partners in Energy Annual Calypso Competition 30,000.00

Primary Schools Football League 47,132.18

Turtle Village Trust 225,565.74

United Way 52,999.34

UWI Telehealth 50,000.00

SUSTAINABILITY PROGRAMMES Carbon Footprint Study 79,000.00

Staff Child Care Centres 483,734.60

Supply Code 26,400.00

ASSOCIATIONS, MEMBERSHIPS AND CONFERENCES American Chamber of Commerce of Trinidad and Tobago 9,716.30

Employers Consultative Association of Trinidad and Tobago 9,737.70

Conferences (Amcham, Energy Chamber, TTCIC) 17,419.88

The Energy Chamber of Trinidad and Tobago 14,403.55

Trinidad and Tobago Chamber of Industry and Commerce 4,074.48

TOTAL 3,240,318.31

Football campTop teams in the National Primary

Schools Football League participated

in a camp which featured coaches

from Manchester United in 2010.

This chart details Atlantic’s contributions in 2010.

32 / / 33

HOW WE ENGAGED IN 2010

• Regulatory bodies such as OSH

Agency; EMA; WASA

• Facilitation of plant visits for

government offi cials

• Ministry of Education

• Ministry of Sport and Youth

Aff airs

• Ministry of Works and Transport

• Ministry of Housing

• Carbon Reduction Strategy Task

Force (Ministry of Energy)

KEY IDEAS AND CONCERNS

• Energy Policy

• Carbon Reduction

• Climate Change Policy

• National Development

• Safety on the plant

• Security issues

HOW WE ENGAGED IN 2010

• Buyers meetings

• Hosting of plant visits

KEY IDEAS AND CONCERNS

• Business opportunities

• Regulatory compliance

• Security of supply

• Safety and reliability assurance

HOW WE ENGAGED IN 2010

• Membership in business associa-

tions and participation in their

conferences:

• Energy Chamber

• American Chamber of Industry

and Commerce

• Trinidad and Tobago Chamber of

Industry and Commerce

• Point Fortin Chamber of Industry

and Commerce

• Rotary Club of Point Fortin

• Employers Consultative

Association

• Energy Caribbean Conference

• Sponsorships (including National

Primary Schools Cricket and

Football Leagues, Dinosaur Exhibit

– A T-Rex named Sue)

KEY IDEAS AND CONCERNS• Corporate responsibility

• Environmental performance

• Relationship building

• Security of supply

• Safety and reliability assurance

HOW WE ENGAGED IN 2010

• Board meetings

• Shareholder audits

• Partners in Energy (Mama Yo!

calypso competition)

• Joint Corporate Responsibility

Programme – Nature Nurture Boys

Camp

KEY IDEAS AND CONCERNS

• Benchmark Performance (including

production, cost management, gov-

ernance, safety of people, process

and assets; people development)

• Reputation

• Cooperating on sustainability

projects

• Developing the public profi le of the

energy sector

HOW WE ENGAGED IN 2010

• Info to Clifton Hill Residents on

Administration Building

• Visitor Centre for Guapo Beach

• Borough Day Celebrations

• Point Fortin Community Pool

• Programmes conducted by Servol,

WIPA, TTOC

• Southern Gardens Village Council

through Habitat for Humanity

• Business training for Farmers in

Point Fortin

KEY IDEAS AND CONCERNS

• People development

• Joint crisis management

• Environmental management

• Sport and education

• Capacity building and business

opportunities

HOW WE ENGAGED IN 2010

• Employee Benchmark Survey

• Training sessions

• All Staff events (including Kick Off ;

Town Halls; Children’s Party, End of

Year Function)

• CEO’s Sustainability Awards

• Internal Communications media –

company intranet, plasma screen

network and bi-monthly newsletter,

The Wave

• Re-branding

• Personal Performance Contracts

• Day Care Centres

• Volunteerism projects

KEY IDEAS AND CONCERNS

• Personal development

• Safety, health and work-life balance

• Salary and benefi ts

• Job security

• Communication and information

• Company Values

HOW WE ENGAGED IN 2010

• Procurement process and pre-qualifi cation

• Preparation of Supplier Code

• Safety Villages

• Supplier forum and Safety exhibition

• Safe to Work (STOW) Certifi cation

• CEO’s Sustainability Awards

KEY IDEAS AND CONCERNS

• Development of small and local businesses

in Point Fortin

• HSE

• Transparent contracting procedures

• Consistent training and appraisal

• Sustainability initiatives

• Sharing of Best practices in Industry

GovernmentPoint Fortin Mayor,

Borough and Corporation

Government of Trinidad and Tobago

ClientsCustomers, Transport and

Shipping Companies

Wider SocietyMedia, NGOs, Universities,

Energy Sector

Business Associations

Affi liatesbp, Repsol, GDF Suez,

BG, NGC

CommunityPoint Fortin and surrounding villages,

La Brea and Cedros

Trinidad and Tobago residents

Employees592 in Point Fortin;

122 in Port of Spain

SuppliersInternational, National and Local suppliers,

Contractors, Consultants and Technical Service

Providers, NGO and other Partners (including WIPA,

TTOC, Sport for Life, Turtle Village Trust, Telehealth,

4H Clubs in St Patrick’s West)

34 / / 35

ENABLING EMPLOYEESEnabling the employees by investing in their

potential and using their capacities as agents

of change.

Initiatives to secure employee satisfaction

and address issues of “work-life balance”

extend from a strategy for the appropriate

dissemination of information and better

communications; the provision of day care

facilities for children of employees; and

policies that promote diversity, gender

equality and volunteerism.

The employee communication strategy

emerged from consideration of the Em-

ployee Benchmark Survey done in 2010

which gave us a lower score than other

companies in the group: 43% employee

satisfaction in the area of Communication,

against the average of 47%; and 71% for

the benchmark company.

Among the recommendations imple-

mented are:

• regular “all staff business meetings” as

well as smaller sessions where employ-

ees have the opportunity to hear about

company matters, such as strategic

targets and people issues;

• the CEO’s blog on the intranet; and

• training for leaders and managers so

that they could be accountable for

improving communication and informa-

tion sharing in their teams, and across

the company.

VOLUNTEERISMIn 2010, the employee volunteerism eff ort

has generated some interest (approxi-

mately 10% of the staff population) and a

few projects. Construction on two houses

being built by Habitat for Humanity had

assistance from the Law department. Ren-

ovations and the creation of a play area at

the Ferndean’s Children’s Home in Point

Fortin were coordinated and completed by

members of the Projects Delivery team.

TRANSPARENCY AND GOOD GOVERNANCE In accordance with the Business Princi-

ples, business operations are conducted in

an ethical and transparent way, respecting

human rights and corporate governance.

The Sustainability Commitment obliges

Atlantic to engage with stakeholders, to

be accountable to the shareholders, and

to disclose publicly if targets are not being

achieved.

The Atlantic Code of Ethics governs all

behaviour and relationships in the busi-

ness. It is also intended to govern relation-

ships with partners, contractors, commu-

nity, suppliers and the supply chain.

The Code is shared with employees as

part of their initial induction. As a dem-

onstration of adherence to the Code all

employees submit a Confl ict of Interest

(CoI) Declaration Form annually. Where

there is potential for confl icts of interest,

guidance is provided by supervisors and

heads of department, with the ultimate

jurisdiction by the CEO.

Two other tools used to guide transpar-

ency and ethical behaviour are the Gift

and Entertainment Registry and the Speak

Out system. The Gift and Entertainment

Registry is an online tool that allows em-

ployees to declare items which they have

received or given in the course of doing

business with partners and suppliers.

The Speak Out system allows employees

or anyone associated with Atlantic to

report or enquire about any interactions or

perceptions of unfair practices at Atlantic.

Secure reporting is provided through a

hotline; internet reporting or drop boxes.

The system is managed by an external

provider and reports are treated in the

strictest confi dence.

Reports on the use of the Code of Ethics

tools are made quarterly and posted on

the Company’s Intranet for reference.

Atlantic is one of Habitat for Human-

ity’s homebuilding partners. Here,

the sod is turned for one of fi ve

homes built in Point Fortin in 2010.

Atlantic Volunteers created a play

room for children at Ferndean’s

Home.

Point Fortin community poolSwimming for primary students is coordinated

by the Trinidad and Tobago Olympic Committee

(TTOC) in Point Fortin. The pool is operated and

maintained by the YMCA. This is one example

of Atlantic partnering with government agencies

and NGOs for the benefi t of the community.

Atlantic provides “world of work”

opportunities for operator ap-

prentices, interns and graduates. In

2010, eleven operators trained to the

Caribbean Vocational Qualifi ca-

tion (CVQ) standard received their

certifi cates.

36 /

In November 2010, Atlantic accepted an award from the Energy Chamber for Transparency

in CSR Reporting. Atlantic was adjudged winner of the category for “TTTCI Commitment to

Transparency” as assessed through the 2009 Sustainability Report.

The Judges comment on Atlantic’s 2009 sustainability Report:

Sustainability Report 2009

/ 37

Employees, Partners and Suppliers were

invited to submit their projects for judging

according to one of the fi ve commitments

to sustainability (environment, employees,

suppliers, community and partnerships).

Among the award-winning projects are two managed by partners:

the Agri-business Training conducted by the University of the Trini-

dad and Tobago; and the community building programme by Habitat

for Humanity, “Grasping Ready Opportunities for Work.”

HSSE & ASSET INTEGRITY:• LNG Tank D-2401A Repair

(Overall Winner and Category Winner)

• Trash Screen Design and Installation

(Judge’s Special Award)

CORPORATE RESPONSIBILITY:• The Point Fortin Farmer Enterprise Training conducted by UTT

(Category Winner)

COST MANAGEMENT AND VALUE CREATION:• Trip Reduction - Continuous Improvement Initiative

(Category Winner)

PEOPLE:• GROW Project - Grasp Ready Opportunities for Wealth –

Habitat for Humanity Trinidad and Tobago

(Category Winner)

• Upgrade of the Blue Rubb Tent, facilities used by contractors

(Judge’s Special Award)

…the Report is well structured starting

with a description of the international

and local context, and moving to a

description of the Company and its

strategic indicators which are tied in

to the overall vision of the company

which is world scale in scope.”

CEO’s Sustainability

Awards 2010

“

Atlantic remains committed to engaging

with stakeholders and has established and

implemented a number of policies and

processes that demonstrate responsive-

ness to stakeholder issues. These are no-

table in relation to governance structures,

management systems and measuring and

monitoring. There remains however the

need to integrate a formal approach to

stakeholder issues to ensure that these are

systematically addressed.

CONCLUSIONSAtlantic continues to work toward

strengthening its reporting process guided

by the Global Reporting Initiative (GRI)

framework. There is still a need for more

integration of internal stakeholders into

the reporting process and alignment with

the strategic aims of Operational Excel-

lence, Capability Growth and Sustain-

ability. As in previous years, Atlantic has

shown advancement in relation to social

dimensions but needs to strength the

reporting on environmental performance.

CSR Solutions LimitedMelanie Richards, DirectorPort of Spain, August 8, 2011

38 / / 39

Assurance Statement

Sustainability Indicators

Atlantic contracted CSR Solutions Limited

to provide independent verifi cation on

information presented in its Sustainability

Report 2010, in accordance with AA1000

Assurance Standard 2008 (AA1000AS

2008). This statement provides an

independent, third party assessment of

the organization’s management processes

and the adherence to AA 1000 AS 2008

principles.

SCOPE OF OUR WORKThe scope of our work includes the

information covering the period January

1, to December 31, 2010, presented in the

Atlantic Sustainability Report 2010. We

have evaluated adherence to the principles

of inclusivity, materiality and responsive-

ness as outlined in AA1000 Accountabil-

ity Principles Standard (APS) 2008. We

reviewed a selection of data with a focus

on the following information presented in

the report:

• Operational Excellence

• Capability Growth

• Sustainability

• Sustainability Indicators

Our scope of work did not include the

validation of historical fi nancial or

economic data.

OUR INDEPENDENCECSR Solutions is an independent consult-

ing fi rm which specializes in Corporate

Social Responsibility and Sustainability.

We were not involved in the preparation

of the Sustainability Report 2010 and

none of our members of staff maintain any

associations with Atlantic. In 2010, CSR

Solutions Limited conducted an assess-

ment to provide “qualitative and quantita-

tive information, including perceptions,

opinions and concerns” related to seven

sustainability programmes that Atlantic

supports in the Point Fortin community.

This engagement served to support the

evaluations of this independent assurance.

OUR RESPONSIBILITIESAtlantic was responsible for the prepara-

tion of the Sustainability Report 2010

including the collection and presentation

of information contained within. Our

responsibility was to provide independent

assurance and provide an opinion to all

Atlantic’s stakeholders.

OUR APPROACH TO THE ASSURANCEOur work was planned and performed in

accordance with AA 1000AS 2008, in or-

der to obtain suffi cient evidence to provide

the basis for our assurance conclusions.

In this regard, we conducted the following

activities:

• Review of information presented in

Atlantic Sustainability Report 2010;

• Interviews with management concern-

ing the organization’s commitment to

the integration of sustainability within

the organization and its relationship

to the data collection and reporting

process;

• Interviews with employees;

• Interviews with a sample of external

stakeholders;

• Review of management reports, external

correspondence and other supporting

documentation;

• Review of current issues relating to sus-

tainability that are relevant to Atlantic

and its stakeholders;

• Presentation of a management report to

Atlantic including conclusions and ma-

jor recommendations toward improving

the sustainability reporting process and

report.

OUR CONCLUSIONSThe Sustainability Report 2010 was

reviewed by CSR Solutions in its draft

form and where necessary, changes were

made by Atlantic, based on our feedback

provided. The report is structured around

Atlantic’s three strategic aims of Capabil-

ity Growth, Operational Excellence and

Sustainability and demonstrates its com-

mitment in each of these areas.

INCLUSIVITYThis principle refers to the participa-tion of stakeholders in developing and achieving an accountable and strategic response to sustainability.

Atlantic continues to demonstrate a

strong commitment to sustainability and

its integration throughout the organiza-

tion. There are notable processes aimed

at engaging stakeholder participation and

involving them in decisions that aff ect

sustainability. Atlantic has undertaken

a number of engagement activities with

various stakeholders in relation to the

organization’s commitment to sustain-

ability; this includes focus group testing on

the 2009 Sustainability Report to inform

the content and design of the Sustain-

ability Report 2010. There has also been a

move toward strengthening of governance

systems within the organization. We

encourage the organization to continue

to work toward strengthening systems of

stakeholder communication and engage-

ment especially in relation to employees.

MATERIALITYThis principle refers to the determination of the relevance and signifi cance of an issue to the organization and its stake-holders.

Atlantic’s on-going activities in stake-

holder engagement have served to both

identify and prioritize sustainability issues.

The organization should, however, work

toward the development of a more struc-

tured materiality determination process

to ensure relevant issues are continuously

identifi ed within a constantly evolving

sustainability context. Particularly in the

area of Key Environmental Performance

Indicators more comprehensive reporting

would allow stakeholders to have a greater

appreciation of the signifi cance of these

issues. Atlantic has expressed their intent

to review and reclassify environmental

data to facilitate proper identifi cation and

tracking of indicators for future reporting.

RESPONSIVENESS This principle refers to the determination of the relevance and signifi cance of an issue to the organization and its stake-holders.

Chairman’s Word

About this Report

The Oil and Gas Sector in Trinidad and Tobago

CEO’s Review

Company Profile

Key Performance Indicators

Moving A Generation Ahead

Safety Performance

World Class in Personal Safety

2009 vs 2010 Performance Output Highlights

Incident Reporting is a Must

The Employer of Choice

Shoring up Industry Capacity

Competency Development

Employee Engagement

Developing a Culture of Wellness

Corporate Responsibility

Governance and Principles

Code of Ethics

Commitment to the Environment

Environmentally Responsible Operations

Measuring the Carbon Footprint

Environmental Advocacy and Awareness

Atlantic Seeds of Hope

Commitment to Community

Assessing Atlantic in the Community

Sharing with the Point Fortin Community

Commitment to Partnerships

Community Building

Reporting Standard (GRI) Atlantic Core Area Content Heading GRI

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40 / / 41

Fuel System

Boil-OffGas

FEED PRETREATMENT

Regeneration Gas

FeedGasfrom

Pipeline

CO 2

FuelGas

NGLRecovery

Liquefactionand Refrigeration

LNG Storageand Loading

MercuryRemovalDehydrationAcid Gas

Removal

Inlet

Separation

& Metering

THE LNG PROCESS

atlantic lng company of trinidad and tobagoPO Box 1337 Port of Spain, Trinidad and Tobago

[T] +868 624 2916 [F] +868 624 8057

P.O. Box 3936, Atlantic Avenue, Point Fortin, Trinidad and Tobago

[T] +868 648 2916 [F] +868 648 1666

www.atlanticlng.com

2010SUSTAINABILITY REPORT